Cost of poor quality

Last updated

Cost of poor quality (COPQ) or poor quality costs (PQC) or cost of nonquality, are costs that would disappear if systems, processes, and products were perfect.

Contents

COPQ was popularized by IBM quality expert H. James Harrington in his 1987 book Poor-Quality Cost. [1] COPQ is a refinement of the concept of quality costs. In the 1960s, IBM undertook an effort to study its own quality costs and tailored the concept for its own use. [2] While Feigenbaum's term "quality costs" is technically accurate, it's easy for the uninitiated to jump to the conclusion that better quality products cost more to produce. Harrington adopted the name "poor quality costs" to emphasize the belief that investment in detection and prevention of product failures is more than offset by the savings in reductions in product failures.

Harrington breaks down COPQ into the following elements:

CostDescription
Direct poor-quality costs
  • Controllable poor-quality cost
    • Prevention cost
    • Appraisal cost
  • Resultant poor-quality cost
    • Internal error cost
    • External error cost
  • Equipment poor-quality cost
Direct COPQ can be directly derived from entries in the company ledger. [3]
  • Controllable COPQ is directly controllable costs to ensure that only acceptable products and services reach the customer. [4]
  • Resultant COPQ are costs incurred because unacceptable products and services were delivered to the customer, resulting from earlier decisions about how much to invest in controllable COPQ. [5]
  • Equipment COPQ are costs to invest in equipment to measure, accept, or control a product or service. [6] It is treated separately from controllable costs to accommodate the effects of depreciation.
Indirect poor-quality costs
  • Customer-incurred cost
  • Customer-dissatisfaction cost
  • Loss-of-reputation cost
Indirect COPQ is difficult to measure because it is a delayed result of time, effort, and financial costs incurred by the customer. These customer costs add up to lost sales and therefore do not appear in the company's ledger. [7]

Examples

Cost elementExamples
Direct poor-quality costsControllable poor-quality costPrevention cost
Appraisal cost
  • Test and inspection
  • Supplier acceptance sampling
  • Auditing processes
Resultant poor-quality costInternal error cost
  • In-process scrap and rework
  • Troubleshooting and repairing
  • Design changes
  • Additional inventory required to support poor process yields and rejected lots
  • Reinspection and retest of reworked items
  • Downgrading
External error cost
Equipment poor-quality costMicrometers, voltmeters, automated test equipment (but not equipment used to make the product)
Indirect poor-quality costsCustomer-incurred cost
  • Loss of productivity due to product or service downtime
  • Travel costs and time spent to return defective product
  • Repair costs after warranty period
  • Backup product or service to cover failure periods
Customer-dissatisfaction costDissatisfaction shared by word of mouth
Loss-of-reputation costCustomer perception of firm

White collar COPQ

Harrington noted that expanding cost analyses to management and clerical workers could also make a significant dent in waste. [8] He defined the following costs by functional area:

Functional areaControllable COPQResultant COPQ
Controller COPQ
  • Timecard reviews
  • Capital equipment reviews
  • Invoicing reviews
  • Billing errors
  • Incorrect accounting entries
  • Payroll errors
Software COPQ
  • Design reviews
  • Code reviews
  • Crashes
  • Deadlocks
  • Incorrect outputs
Plant administration COPQ
  • Security
  • Facility inspection and testing
  • Machine maintenance training
  • Disclosure of trade secrets
  • Facilities redesign
  • Overstaffing/understaffing
  • Equipment downtime/idle time
Purchasing COPQ
  • Vendor reviews
  • Periodic vendor surveys
  • Follow-up on delivery dates
  • Strike built-in costs
  • Line-down cost
  • Excessive inventory due to suppliers
  • Premium freight cost
Marketing COPQ
  • Sales material review
  • Marketing forecast
  • Customer surveys
  • Sales training
  • Overstock
  • Loss of market share
  • Incorrect order entry
Personnel COPQ
  • Prescreening applications
  • Appraisal reviews
  • Exit interviews
  • Attendance tracking
  • Absenteeism
  • Turnover
  • Grievances
Industrial engineering COPQ
  • Packaging evaluations
  • Layout reviews
  • OSHA reports
  • Inspection of contract work
  • OSHA fines
  • Shipping damage
  • Redoing layout
  • Paying contractors for poor work

Cost of poor quality by inception point

The damages of poor quality augment as the inception point is further down the supply chain:
TCFP [Total Cost of Faulty Part] =
Direct Cost (manufacturing cost)
➔ failure at supplier's site (bad)
+ Labor Cost (assembly and testing)
+ Overhead Cost (Inventory, handling, shipping costs)
+ Scrapping Cost (of part and attached parts assemblies: Sometimes assemblies cannot be disassembled and have to be scrapped altogether)
+ Rework (applying a new part instead)
➔ failure at manufacturer's site (worse)
+ Repair / Recall Costs (these are costs associated with repairing or replacing a new part / assembly under warranty)
+ Product Liability Costs (These are costs resulting from damages caused by the faulty part to 3rd parties)
➔ failure at customers' site (worst)

See also

Related Research Articles

<span class="mw-page-title-main">Externality</span> In economics, an imposed cost or benefit

In economics, an externality or external cost is an indirect cost or benefit to an uninvolved third party that arises as an effect of another party's activity. Externalities can be considered as unpriced components that are involved in either consumer or producer market transactions. Air pollution from motor vehicles is one example. The cost of air pollution to society is not paid by either the producers or users of motorized transport to the rest of society. Water pollution from mills and factories is another example. All (water) consumers are made worse off by pollution but are not compensated by the market for this damage. A positive externality is when an individual's consumption in a market increases the well-being of others, but the individual does not charge the third party for the benefit. The third party is essentially getting a free product. An example of this might be the apartment above a bakery receiving some free heat in winter. The people who live in the apartment do not compensate the bakery for this benefit.

<span class="mw-page-title-main">W. Edwards Deming</span> American engineer and statistician (1900–1993)

William Edwards Deming was an American business theorist, composer, economist, industrial engineer, management consultant, statistician, and writer. Educated initially as an electrical engineer and later specializing in mathematical physics, he helped develop the sampling techniques still used by the United States Census Bureau and the Bureau of Labor Statistics. He is also known as the father of the quality movement and was hugely influential in post-WWII Japan, credited with revolutionizing Japan's industry and making it one of the most dominant economies in the world. He is best known for his theories of management.

Six Sigma () is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1986.

Quality assurance (QA) is the term used in both manufacturing and service industries to describe the systematic efforts taken to assure that the product(s) delivered to customer(s) meet with the contractual and other agreed upon performance, design, reliability, and maintainability expectations of that customer. The core purpose of Quality Assurance is to prevent mistakes and defects in the development and production of both manufactured products, such as automobiles and shoes, and delivered services, such as automotive repair and athletic shoe design. Assuring quality and therefore avoiding problems and delays when delivering products or services to customers is what ISO 9000 defines as that "part of quality management focused on providing confidence that quality requirements will be fulfilled". This defect prevention aspect of quality assurance differs from the defect detection aspect of quality control and has been referred to as a shift left since it focuses on quality efforts earlier in product development and production and on avoiding defects in the first place rather than correcting them after the fact.

Social cost in neoclassical economics is the sum of the private costs resulting from a transaction and the costs imposed on the consumers as a consequence of being exposed to the transaction for which they are not compensated or charged. In other words, it is the sum of private and external costs. This might be applied to any number of economic problems: for example, social cost of carbon has been explored to better understand the costs of carbon emissions for proposed economic solutions such as a carbon tax.

Taguchi methods are statistical methods, sometimes called robust design methods, developed by Genichi Taguchi to improve the quality of manufactured goods, and more recently also applied to engineering, biotechnology, marketing and advertising. Professional statisticians have welcomed the goals and improvements brought about by Taguchi methods, particularly by Taguchi's development of designs for studying variation, but have criticized the inefficiency of some of Taguchi's proposals.

In the context of software engineering, software quality refers to two related but distinct notions:

<span class="mw-page-title-main">Capacitor plague</span> Period of high failure rate of capacitors

The capacitor plague was a problem related to a higher-than-expected failure rate of non-solid aluminium electrolytic capacitors between 1999 and 2007, especially those from some Taiwanese manufacturers, due to faulty electrolyte composition that caused corrosion accompanied by gas generation; this often resulted in rupturing of the case of the capacitor from the build-up of pressure.

Reliability engineering is a sub-discipline of systems engineering that emphasizes the ability of equipment to function without failure. Reliability is defined as the probability that a product, system, or service will perform its intended function adequately for a specified period of time, OR will operate in a defined environment without failure. Reliability is closely related to availability, which is typically described as the ability of a component or system to function at a specified moment or interval of time.

<span class="mw-page-title-main">Operations management</span> In business operations, controlling the process of production of goods

Operations management is concerned with designing and controlling the production of goods and services, ensuring that businesses are efficient in using resources to meet customer requirements.

Quality, cost, delivery (QCD), sometimes expanded to quality, cost, delivery, morale, safety (QCDMS), is a management approach originally developed by the British automotive industry. QCD assess different components of the production process and provides feedback in the form of facts and figures that help managers make logical decisions. By using the gathered data, it is easier for organizations to prioritize their future goals. QCD helps break down processes to organize and prioritize efforts before they grow overwhelming.

Zero Defects was a management-led program to eliminate defects in industrial production that enjoyed brief popularity in American industry from 1964 to the early 1970s. Quality expert Philip Crosby later incorporated it into his "Absolutes of Quality Management" and it enjoyed a renaissance in the American automobile industry—as a performance goal more than as a program—in the 1990s. Although applicable to any type of enterprise, it has been primarily adopted within supply chains wherever large volumes of components are being purchased.

Design for assembly (DFA) is a process by which products are designed with ease of assembly in mind. If a product contains fewer parts it will take less time to assemble, thereby reducing assembly costs. In addition, if the parts are provided with features which make it easier to grasp, move, orient and insert them, this will also reduce assembly time and assembly costs. The reduction of the number of parts in an assembly has the added benefit of generally reducing the total cost of parts in the assembly. This is usually where the major cost benefits of the application of design for assembly occur.

<span class="mw-page-title-main">Sandown Castle, Kent</span> Former artillery fort in Sandown, Kent

Sandown Castle was an artillery fort constructed by Henry VIII in Sandown, Kent, between 1539 and 1540. It formed part of the King's Device programme to protect against invasion from France and the Holy Roman Empire, and defended the strategically important Downs anchorage off the English coast.

<span class="mw-page-title-main">Tort reform</span> Legal reforms aimed at reducing tort litigation

Tort reform consists of changes in the civil justice system in common law countries that aim to reduce the ability of plaintiffs to bring tort litigation or to reduce damages they can receive. Such changes are generally justified under the grounds that litigation is an inefficient means to compensate plaintiffs; that tort law permits frivolous or otherwise undesirable litigation to crowd the court system; or that the fear of litigation can serve to curtail innovation, raise the cost of consumer goods or insurance premiums for suppliers of services, and increase legal costs for businesses. Tort reform has primarily been prominent in common law jurisdictions, where criticism of judge-made rules regarding tort actions manifests in calls for statutory reform by the legislature.

FURPS is an acronym representing a model for classifying software quality attributes :

In process improvement efforts, quality costs tite or cost of quality is a means to quantify the total cost of quality-related efforts and deficiencies. It was first described by Armand V. Feigenbaum in a 1956 Harvard Business Review article.

Lean Six Sigma is a process improvement approach that uses a collaborative team effort to improve performance by systematically removing operational waste and reducing process variation. It combines Lean Management and Six Sigma to increase the velocity of value creation in business processes.

Sales process engineering is the systematic design of sales processes done in order to make sales more effective and efficient..

J. H. Hobbs, Brockunier and Company was one of the largest and best-known manufacturers of glass in the United States during the 19th century. Its products were distributed worldwide. The company is responsible for one of the greatest innovations in American glassmaking—an improved formula for lime glass that enabled American glass manufacturers to produce high-quality glass at a lower cost. The firm also developed talented glassmakers that started glass factories in Ohio and Indiana.

References

  1. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, ISBN   978-0-8247-7743-2, OCLC   14965331
  2. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 128, ISBN   978-0-8247-7743-2, OCLC   14965331
  3. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 13, ISBN   978-0-8247-7743-2, OCLC   14965331
  4. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 14, ISBN   978-0-8247-7743-2, OCLC   14965331
  5. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 23, ISBN   978-0-8247-7743-2, OCLC   14965331
  6. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 25, ISBN   978-0-8247-7743-2, OCLC   14965331
  7. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 125, ISBN   978-0-8247-7743-2, OCLC   14965331
  8. Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality, p. 103, ISBN   978-0-8247-7743-2, OCLC   14965331